How to Build a Successful Multi-Architect Design Team?
Most of us have worked in a project team with more than one architect – whether it’s an international project that requires local insights, a technical challenge that requires specialist inputs, or work at such scale that it needs many pairs of hands. As projects grow bigger and more technical, and as architects take on riskier, higher-profile work, blended architectural teams are becoming the norm, not the exception.
So while there are lessons to be learned from the success stories we witness as Design Managers, we have been reflecting on how architects can avoid some classic pitfalls, and set up the long-term, successful collaborations that the construction industry needs.
Benefits
At the heart of any architectural collaboration is an opportunity to become something you couldn’t be on your own. Perhaps you’ve built a reputation in your field but want to explore a new market; the insights of a partner architect could unlock new types of projects. Maybe you’re a young studio practice looking to work with a major client for the first time; those fresh ideas become reality by engaging with an experienced architect’s technical expertise. Or perhaps you want to ensure your overseas projects carry the right contextual sensitivity and nuance; before opening an office abroad, you might combine forces with a local architect, blending your design expertise with their understanding of place.
Clearly these collaborations offer practical advantages; teams can apportion risk, distribute workload and blend the strengths of both environments. But fostering these relationships early and for the long-term not only sets up individual projects for success; we see it generates new ways of working that enable both practices to evolve, producing designs that neither architect would have arrived at independently.
So while hybrid practice is not new – split scopes are standard practice on site – new types of projects need new creative relationships to drive them, and earlier. We have noticed client requests for integrated architectural teams at schematic and concept stages too. We’re even seeing competitions requiring a blended team, before a single brief is issued. So when a Client asks for something they’ve never seen before, the right collaboration isn’t just a nice addition to your offer. It is the offer.
Making it Work
- Write a Project Charter
Of course, if it were that simple, everyone would be doing it. So how can architects build effective, harmonious partnerships? Our first observation is that both parties need to understand why they’re entering into the partnership and what their contribution will be. A project charter, manifesto or statement of intent might seem lofty, but the process of writing it will draw out what each team is bringing to the table, what role they fulfil, and what specialist knowledge they hold. As the project progresses, you can return to that statement, remind yourselves why you got into this in the first place, and revise it if needed.
- Clarify Expectations
Our second observation is to be exceptionally clear with each other. It’s easy to assume that other competent, talented people will intuit what is wanted of them; but as each project is unique, so too are each contributor’s behaviours. Whether it’s a scope split, a roles and responsibilities matrix, or an old-school red-line boundary, defining each architect’s territory empowers them to drive their part of the project forward in their own way. Crucially, this clarity also prevents duplication and highlights any gaps that need filling. We’ve noticed teams that do this feel greater ownership over their part of the shared design, which builds confidence in the process and often leads to repeat collaborations.
- Prioritise Communication
Clarity also comes through communicating effectively and regularly. Maybe a fortnightly design team meeting is enough to keep key ideas moving, or maybe your team needs a start-of-day briefing to set the pace. With instant messaging now universal, a shared channel can offer a more flexible, asynchronous model – a central forum where everyone communicates freely. It can take time to find the right rhythm, but experimenting early is worth it to find the right behaviours for everyone. Over time, it will become intuitive.
- Tell your Client
With the why, what and how established, the last step we encourage is to share all of this with the client. A project organisation chart or scope split clearly explains who does what and gives clients confidence that they understand what they’re paying for. Establish this at the outset and it becomes second nature; no micro-management, no double-handling, no unwelcome surprises. In our experience, this kind of transparency fosters a collegiate atmosphere on both sides, and equips teams to navigate change, apportion risk, and resolve conflict when it arises.
Looking Ahead
As projects become more complex, more collaborative, and more global, so too does the art of designing and delivering them. With that, multi-studio teams are fast becoming a creative and commercial strategy in their own right. As Design Managers, we see that the firms that thrive are those that can collaborate as fluently as they can design. Getting the foundations right around a shared purpose, clear roles, open communication, and a well-informed client, turns an otherwise complicated arrangement into a competitive advantage: for the project, for the practice, and for the profession.
